Perceived organizational support and psychological contracts: a theoretical integration

Abstract

SummaryAlthough organizational support theory and psychological contract theory both stress social exchange processes in the establishment and maintenance of the employee-employer relationship, they have focused on different aspects of this relationship. We suggest that, far from being independent, the different parts of the employee-employer association considered by the two theories are mutually interdependent. Further, key processes identified by each theory influence the relationships described by the other theory. To further the understanding of the employee-employer relationship, we provide an integrated account that emphasizes the interdependence of perceived organizational support and the psychological contract.

Serving two organizations: Exploring the employment relationship of contracted employees

“…In the context of the employment relationship, employers provide a range of material and non-material rewards in exchange for employee loyalty and effort (Aselage & Eisenberger, 2003). Consistent with the tenets of social exchange theory, when employees are the recipients of favorable treatment from their employer, they reciprocate by enhancing their attitudes and behavior toward the organization (Moorman, Blakely & Niehoff, 1998;Shore & Wayne, 1993;).…”

How mass layoffs are related to lower job performance and OCB among surviving employees in Chile: an investigation of the essential role of psychological contract

“…This is because of a 'betrayal effect' (Bal et al, 2010a) that occurs when employees who have strong relationships feel betrayed when their organizations break their psychological contracts. Especially for employees who receive much support from their organizations, there is a lot at stake, and more to lose than employees who already are deprived of resources and support (Aselage & Eisenberger, 2003). High support employees may also have higher expectations to be supported, and a contract breach may represent a significant event where employees also perceive a lack of protection and support from the manager.…”

Reporting Misdeeds: An Evaluation on Intention to Blowing the Whistle

“…Perceived organizational support refers as the extent to which employees seize that organization values their existence and care for their well-being [10]. As highlighted by Levinson, "the personification of an organization can be abetted by the organisation"s legal, moral and financial responsibility for the actions of its agents, by organizational policies, norms, and culture that provide continuity and prescribe role behaviours; and by the power the organisation"s agent exert over individual employees" [11].…”